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Credits	Four (4)		Program	Executive PG
Faculty Name	Arun Kumar Paul		Academic Year & Term	2014-2015; Term 3 OR Term 4

This course primarily builds on the knowledge of core OM course, and through a balanced mix of theoretical inputs (concepts, frameworks and analytical tools) with case discussions, intends to equip the students for their role in developing and deploying operations strategy thereby creating and delivering value to customers so that the organization can gain sustainable competitive advantage.

2. Student Learning Outcomes:
The students opting for this course are expected to be familiar with basic OM concepts such as capacity management, process analysis, facilities location and layout, inventory management, basics of project management etc. This course will develop and refine those learning and after completing this course the students should be able to -
· Describe the difference between operations strategy content and operations strategy process.
· Develop an appreciation for the nature and breadth of operational decisions that can be part of a manufacturing or service organization’s strategy and the necessary integration and alignment.
· Understand and apply certain strategic / operational models for service management
· Explain some of the more important steps in the process of operations strategy formulation involving the total value chain of the organization.
3. Required Text Books and Reading Material:
· Operations Strategy by Nigel Slack and Michael Lewis, Pearson;
· Operations Strategy – Competing in the 21st Century by Sara L. Beckman and Donald B. Rosenfield, McGraw-Hill;
· Strategic Operations Management by Steve Brown et al, Elsevier.
· Service Management – Operations, Strategy, Information Technology – Fitzsimmons & Fitzsimmons, Pearson.
· Services marketing, operation and management - Jauhari & Dutta, Oxford.
· SELECTED READING MATERIALS / JOURNAL ARTICLES WILL BE PROVIDED
4. Tentative Session Plan:

Session Number	Topics/Activities	Reading and Cases
1,2	Concepts of operations strategy and its linkages across business
3,4	Approaches to operations strategy and performance measures	Case: Chandler Home Products (B) (Abridged)
5,6	Capacity strategy	Cases: Eli Lily & Co.: Manufacturing Process Technology Strategy; Eli Lily & Co. : The Flexible Facility Decision.
7,8	Vertical integration and outsourcing	Case: U. S. Robotics
9	Supply network strategy – Global value chain excellence & sustainability
10,11	Process technology strategy	Case: Hitachi - Seiki
12,13	Facilities location and globalization	Case: ITT Automotive- Global Manufacturing Strategy
14	Operations improvement strategy – Lean approach	Case: Innovation at 3M Corp. (A)
15	Product and service development	Case: Crown Equipment Corporation: Design Service Strategy
16	Technology implications in operations strategy	Case: RFID at METRO Group
17, 18	Service strategy; New service development – service blue printing; Technology in services; Service quality	The DEA model to measure service productivity Case: 100 Yen Sushi House Case: amazon.com
19	The psychology of waiting - queuing models	Case: Narayana Hrudayalaya Heart Care (A) & (B).
20	Group presentation on selected cases, Final ‘wrap up’ of the course
Quiz, Mid-term, End-term – based on agreed schedule / academic calendar

5. Evaluation:
· Attendance & Class participation – 10%
· Quiz – 10%
· Mid-term - 20%
· End-term - 40%
· Group Presentation on cases - 20%

6. Academic Integrity: To follow Manual of Policies

Created By: Alora Kar on 11/29/2014 at 09:27 AM
Category: EDIP14-T-III, Miscellaneous Doctype: Document